Case study · Social procurement · Global · 2024
Social procurement obligations — labour hours, local content, supplier diversity — were tracked across spreadsheets held by different project managers, then reassembled by hand every reporting period.
Every project already captured labour hours and local content. What did not exist was a single structure they agreed on, so each reporting cycle became a reconciliation exercise between spreadsheets that had quietly diverged.
We reduced the project manager's job to the few actions that actually carry data — submit hours, attest local content, flag an exception — and moved everything else into the model. Fewer steps meant fewer places for two projects to record the same thing differently.
Reporting was rebuilt around the questions a compliance officer is actually asked by a client or regulator, not around the shape of the underlying tables. Forecast, spend and labour-hour views each resolve to the same source figures.
Next
If the answer includes the word "spreadsheet", the data already exists and the structure does not. That is the fixable part.